Ahmet H. Kirca

Haring Symposium Faculty Fellow

MSU

Best Reviewer Award

Journal of the Academy of Marketing Science

Best Conference Paper Award

4th Biennial Conference of Indian Academy of Management

University of South Carolina

PhD

Business Administration – International Business/Marketing

2004

Marmar University

MBA

Marketing

1997

Bogazici University

BA

Marketing

1994

You Gotta Serve Somebody: The Effects of Firm Innovation on Customer Satisfaction and Firm Value

Rubera, Gaia and Ahmet H. Kirca

2017

Marketing actions must create value for two key stakeholders: customers and investors. Nevertheless, these two stakeholders differ in their evaluations of firm actions in critical ways. As a result, most managers believe that there is a critical trade-off between serving customers and shareholders. Drawing upon the marketing–finance interface, the authors investigate how this trade-off unfolds to impact customer satisfaction and firm value in the context of innovation. Specifically, the present study demonstrates that creating value for customers and shareholders are not two completely distinct goals, as the business press and managers fear; innovation can create value for shareholders by satisfying customers. However, results also indicate that a crucial trade-off between satisfying consumers and creating value for investors is indeed present, as those same factors (i.e., firm’s branding strategy and level of market dominance, industry-level competitive intensity) that enhance the effects of innovation on customer satisfaction depress the effects of innovation on firm value, and vice versa. The authors discuss the implications of these important findings for research and practice.

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When Do the Stock Market Returns to New Product Preannouncements Predict Product Performance? Empirical Evidence from the U.S. Automotive Industry

Talay, Berk, Billur Akdeniz, and Ahmet H. Kirca

2017

Substantial research has examined how stock market reactions to marketing actions affect subsequent marketing decisions. However, prior research provides limited insights into whether abnormal stock returns to a marketing action actually predict the future performance resulting from that action. This study focuses on new product preannouncements (NPPAs) and investigates the relationship between short-term stock market returns to an NPPA and the post-launch new product performance under various industry and firm conditions. Findings based on a dynamic panel data analysis of 208 NPPAs in the U.S. automotive industry between 2001 and 2014 reveal that stock returns associated with an NPPA are not an appropriate forward-looking measure of future product performance. However, under specific conditions (i.e., when the preannouncement is specific, the preannounced new product has low innovativeness, the preannouncing firm has a high reputation and invests heavily in advertising, and the preannouncement environment is less competitive), abnormal stock returns to NPPAs actually predict the future performance of new products. Thus, this study extends the marketing–finance and innovation literature with its focus on the conditions that affect the predictive power of immediate stock returns for the future performance of new products.

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Meta-Analytic Research Synthesis Connecting the Trends in Architecture, Engineering, and Construction Partnering

Sparkling, Anthony, Sinem Korkmaz, and Ahmet H. Kirca

2017

Over the last three decades, substantial research in construction management highlights the benefits and shortcomings of project partnering in architecture, engineering, and construction projects. Building upon a comprehensive conceptual model, this study provides a synthesis of the extant architecture, engineering, and construction (AEC) partnering literature guided by a meta-analytic approach. Findings provide strong evidence supporting the proposed conceptual partnered-project delivery framework. Specifically, this paper contributes to the body of knowledge in construction management by bringing together dispersed project-partnering theories and concepts while illustrating gaps and pinpointing areas for future research. In addition, the present study reveals that best-practice elements for partnered-projects such as (1) partnering workshops, (2) mutual goals and objectives effectively communicated, and (3) team-building sessions have been investigated extensively in the literature as vital components to achieve project performance goals. Finally, this study shows that partnering elements related to organizational outcomes (e.g., improved profit margins, stronger industry reputations and relationships, increased business opportunities) in the literature have received limited attention from researchers.

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